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UX = ROIIT’S NOT JUST A MYTH
Jeremy Johnson
VP of Customer Experience
• DIGITAL TRANSFORMATION
• MOBILE SOLUTIONS
• FLIGHT OPERATION CENTERS
• CALL CENTER IMPROVEMENTS
• RIDE SHARING OPERATIONS
• INTERNET OF THINGS
• E-COMMERCE
• MOBILE RESPONSIVE WEB
• RETAIL POINT-OF-SALE
• AUTOMOTIVE UI
• ANALYTICS DASHBOARDS
• CRM SOLUTIONS
• ERP SYSTEMS
PROJECTS: INDUSTRIES:
• AUTOMOTIVE
• BANKING
• CONSUMER
• EDUCATION
• ELECTRONICS
• ENGINEERING
• ENERGY
• OIL AND GAS
• FASHION
• FINANCIAL (FINTECH)
• FOOD AND BEVERAGE
• GOVERNMENT
• HEALTHCARE
• INSURANCE
• MANUFACTURING
• REAL ESTATE
• RETAIL
• TECHNOLOGY
• TELECOMMUNICATIONS
• TRANSPORTATION
SAY HI!
UX = ROI: It's not just a myth
I’ll be sharing this here:
slideshare.net/jeremy
@jeremyjohnson
“Design has as much to do with art as a lobster has to do with a
carrot cake. If you truly want a career as a designer, you are going to
need to speak about someone’s business and organizational goals.
You’re going to have to learn how to analyze data, you’re going to
have to learn how measure effectiveness.”
Mike Monteiro
https://deardesignstudent.com/10-things-you-need-to-learn-in-design-school-if-you-re-tired-of-wasting-your-money-64aaa0bc3994#.lllumpsd2
—
“The phrase, “I don’t do marketing,” is spoken by many designers. I’ve
probably said it myself. And I get it. It’s challenging, and difficult to
quantify. It can also feel cheap—like a form of trickery. That doesn’t
make it any less necessary, though. In fact, I say the vast majority of
designers would be just fine if they never learned a line of code, and
instead started thinking like marketers.”
http://www.erickarjaluoto.com/blog/designers-should-learn-marketing/
— Eric Karjaluoto.
“Design may enhance performance but unless there are
metrics to gauge that benefit, the difference it makes
depends on conjecture and faith.”
—
Thomas Lockwood
Thomas Walton
https://www.amazon.com/gp/search?index=books&linkCode=qs&keywords=9781581156560
UX = ROI: It's not just a myth
selling = evangelizing = explaining = marketing
3%3%3%
10%
20% 61%
Selling Directing Managing
Doing Reading blogs Shopping for watches


“UX Designer”
Beginning: Selling to Developers & Product Owners
Middle: Selling to Directors & VPs
End Top: Selling to SVPs & CEOs
Your value = value of ux
Developers &
Product Owners
Directors & VPs SVPs & CEOs
• Are you a threat to my job?
• Will this slow me down?
• Will this sabotage what I’m
trying to do here?
• Why should we involve
customers/users?
• Why should we
prototype and test?
• What is the ROI?
Designers are…
Designers are…
Designers are…for the guys…
Designers are…for the guys…
Designers are…
for the millennials …
Designers are…
for the millennials …
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
“89%of companies believes that customer experience
will be their primary basis for competition by
2016, versus 36% four years ago.”
“We at Kleiner Perkins believe that design is a
critical factor in launching a successful
technology venture today.”
- Design Partner, John Maeda
http://www.kpcb.com/design/design-and-vc
#DesignInTech
UX = ROI: It's not just a myth
years to $1 Billion valuation
43
design organizations have
been acquired since 2004.
Roughly half of which have
been acquired within the
last year.
top VC-funded startups have
designer co- founders. 

Up from 5 in 2015.9 25out
of
Design is 

adding value.
#DesignInTech
#DesignInTech
“The average lifespan of a company listed in the
S&P 500 index of leading US companies has
decreased by more than 50 years in the last
century, from 67 years in the 1920s to just 15
years today, according to Professor Richard
Foster from Yale University.”
http://www.bbc.com/news/business-16611040
“BlackBerry is also well positioned for future growth.
World Wide Worx MD Arthur Goldstuck recently
revealed that 24 percent of consumers claim that
their next handset will be a BlackBerry, well above the
3 percent for Apple’s iPhone.”
2011:
http://mybroadband.co.za/news/cellular/19774-blackberry-vs-iphone-vs-android-in-south-africa.html
http://www.statista.com/statistics/263439/global-market-share-held-by-rim-smartphones/
1:10:100“…from $1 invested in UX, you save $10 in fixing
issues during development, and $100 if the
product has been already released.”
http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/
http://blogs.hbr.org/2014/04/design-can-drive-exceptional-returns-for-shareholders/
https://twitter.com/DesignUXUI/statuses/563738777596608513
https://vimeo.com/139025298
Many well-known
companies have public
stories how they involve
users and customers
early and often. Many
times following
customers home to get
to the “why” that’s
needed for deep
customer understanding.
“Investing in user research is just about the only way
to consistently generate a rich stream of data about
customer needs and behaviors. As a designer, I can’t
live without it. And as data about customers flows
through your team, it informs product managers,
engineers, and just about everyone else. It forms the
foundation of intuitive designs, indispensable
products, and successful companies. So what are you
waiting for? Go listen to your customers!”
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
“The biggest ROI a brand can have from
investments in design, is a rapidly growing,
loyal and motivated customer base.”
http://www.designthinkingnetwork.com/forum/topics/evaluating-designs-roi
Jan-Erik Baars-
https://www.netpromoter.com/know/
UX = ROI: It's not just a myth
UX = ROI
“I WANT TO KNOW HOW…”
• Greater Cash Flow
• Lower Costs
• Faster Cash Flow
• Intangible Capital (Innovation)
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
TYPICAL WORKPLACE IMPROVEMENTSTYPICAL CONSUMER IMPROVEMENTS
- CONVERSION
- ONBOARDING
- USAGE
- LOYALTY
- ENGAGMENT
- REDUCED CALL CENTER TRAFFIC
- DOWNLOADS - EFFICIENCY
- PRODUCTIVITY
- EASE OF USE
- TIME TO TASK
- SUCCESS RATE
- ACCESS TO INFORMATION
- IMPROVED OPERATIONAL EFFICIENCY
- INCREASED SALES - REDUCED TRAINING
TYPICAL MARKETING BENEFITSTYPICAL DEVELOPMENT SAVINGS
- HIGHER SCRUM TEAM VELOCITY
- LESS DOCUMENTATION
- REDUCED DEVELOPMENT COST
- FOCUSED INNOVATION
- REDUCED TIME TO MARKET
- WELL DEFINED REQUIREMENTS
- REDUCED RE-WORK - NPS
- CUSTOMER INSIGHTS
- MARKET PERCEPTION
- MARKET SEGMENTATION
- ANALYST RECEPTION
- NEW PRODUCT CATEGORIES
- DEEPER CUSTOMER UNDERSTANDING
- UX SUPPORT IN AGILE TEAM - TARGETED CAMPAIGNS
ROI
The project saved / made us money
The project improved a metric
I did a project
http://www.dtelepathy.com/blog/business/the-roi-of-ux-convert-the-skeptics-with-this-infographic
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
“Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
Millions vs. 2.6%
“Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
UX = ROI: It's not just a myth
http://files.shareholder.com/downloads/ebay/2049302125x0x882672/742AC716-B4DB-40F8-83B0-793F0D6BDA5C/EBAY_2015_Annual_Report.pdf
“Our StubHub platform, the largest
ticket marketplace in the U.S.,
accelerated year-over year with GMV of
$3.6 billion growing 13% and revenue of
$725 million up 15%. During the year,
we made a number of product
and experience enhancements to the
StubHub platform, which we believe
contributed to StubHub’s strength.”
$3.6 billion & $725 million
“Soon after implementing the change, StubHub
realized a 2.6% increase in conversion rate,
which resulted in millions of dollars in extra
revenue. Today, the “Go Button” is on every event
page on StubHub’s website.”
http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
• They’re online only!
• 2.6% increase to sales = additional $93 million
• 2.6% increase to revenue = additional $18 million
“Through proper usability testing and user
experience practices, we were able to
identify key issues — and with some minor
improvements increased sales by $93 million
dollars over a single year.”
UX = ROI: It's not just a myth
ROI
With the cost of the changes … the ROI was XX%.
Team of 3 x $80k a year = $240k
5% of the year = $12,000
Cost $12,000 < $18,000,000
150,000% ROI(ROI = Net Profit / Total Investment * 100)
“The results: The number
of customers purchasing
went up by 45%. The
extra purchases resulted
in an extra $15 million the
first month. For the first
year, the site saw an
additional $300,000,000.”
https://articles.uie.com/three_hund_million_button/?utm_source=visitorcentric
“Through proper usability testing and user
experience practices, we were able to
identify key issues — and with some minor
improvements increased sales by almost
$100 million dollars over a single year with
less than $20k in investment.”
increased revenue by $18 million (too low!)
Had a 150,000% ROI (too high!)
workplace?
http://humanfactors.com/coolstuff/roi.asp
http://humanfactors.com/coolstuff/roi_reduced_reliance_on_help_desks.asp
http://humanfactors.com/coolstuff/roi_reduced_reliance_on_help_desks.asp
$10k?$30k?
40 million computers a year…
5 million calls?
“It depends on the length of the call, how much the call center pays each rep
on average, how well that call center manages its staffing (a lot of overtime
increases the average cost of the call). The call center I just worked at
averaged about $4.50 per call, but I have worked at other call centers where
it is over $10 per call, due to how long each call took (tech support).”
https://www.quora.com/What-is-the-cost-of-an-average-call-center-call
For every call cut, that’s $10 saved. 

Self support anyone?
500k calls cut? Save $5 million.
https://www.outsource2india.com/callcenter-staffing-calculator.asp#top
$55 million yearly
Shave 5mins off every call… Save $10 million dollars
cost
neutral
The cost to improve < the return you get
Shave 5mins off every call… Save $10 million dollars
Give me $1 million, 

and I’ll save you $10 million.
Shave time off
every call.
Reduce calls to the
call center.
ROI
“Through understanding our customer’s
needs via observational studies, we
were able to prototype, design and
launch an improved self support tool
that reduced calls to the call center by
20% that saved over $10 million dollars
the first year — at a ROI of 833%!”
(ROI = $10,000,000 / $1,200,000 * 100)
digital
transformation
“Moving your business to
effective digital technologies…”
• “Going paperless”
• Moving to cloud based tools
• Connecting systems across businesses
• Adding sensors to equipment
Should = better experiences, more efficiency,
less manual processes…
https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
We always start with user needs. We are agile. We
work to a set of Design Principles that guide us in
everything we do.
We believe in working openly, because making things
open makes them better.
https://gds.blog.gov.uk/about/
More than £600 million of this year’s
£1.7 billion figure was through the
work done by GDS itself.
“…spend controls saved £391 million, encourage
government teams to build better services for less, to
disaggregate contracts, and build prototypes instead
of writing long procurement documentation.”
https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
https://uxmag.com/articles/calculating-the-roi-of-digital-prototyping
“Finance teams recognize that most products fail at an
astonishing rate, and make projections accordingly.
Making a financial case for digital prototyping must rest
on the premise that any initiative that has an
unpredictable outcome (i.e. there is a chance it can fail)
is by definition an experiment.”
“Developing a product without user research is
essentially one expensive experiment which,
according to aforementioned industry benchmarks, has
a 90% chance of not paying off (at least without
modifications post-launch).”
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
UX = ROI: It's not just a myth
• over 98% of driving tests are now booked online
• 85% of self assessment filing is done through online channels
• 12 million people have registered to vote using a new digital service
£58 million cost < £600 million savings
1000%+ ROI
“The UK government saved £600 million in
one year at a ROI of more than 1000% by
digitally transforming a number of services
to better serve its citizens across the UK.”
UX = ROI: It's not just a myth
https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
in-home studies
https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
prototyping
https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
“In the short time it has been on the market, Daisy Squeeze
ranks among the top 10 sour cream items in sales. In a
recent customer survey, 60% of Daisy Squeeze users said
they would recommend the product to a friend—20% more
than the average.”
https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
Did it cannibalize sales or increase sales?
What was the increase to sales? Revenue?
Did it increase the overall share of the market?
“Daisy increased [insert metric here] by
using observational studies in people’s
homes during dinner times and rapid
prototyping to innovate on a new product
that met the needs of modern consumers.”
UX = ROI: It's not just a myth
Major Airline Flight Operations Launch
projekt202 partnered on a relaunch of a critical flight operations system and
during beta saw up to 15% improvement in on-time performance — which
saved numerous hours over legacy systems. For an airline, hours equals
millions of dollars in savings across a number of groups.
— confidential —
… millions of dollars
in savings
Millions
Successful Launch in the Flight Operations Space
Major Airline Flight Operations Launch
— confidential —
…applications delivering up to
15% improvement in on-time
performance
upto15%
…upgrade across 6
applications
6
The problems were complex. A growing US airline with over 40,000 employees and 3,000
daily flights. A fleet of 700 aircraft carrying 100 million domestic and international
passengers a year. Add a merger, an expanded network, and raised load factors. And, add
two separate technology platforms. It all added up to one large and very complicated
system.
The design and development of a new Web-based optimization tools gave airline staff a
powerful, central resource for tracking aircraft ground movements; managing gate
assignments, restrictions and closures; reacting to and recovering from unexpected
operational events; and more.
With projekt202’s approach of iterative validation and continual interaction with the airline
employees they got the dual benefit of making key improvements early and often, while keying
in the employees to the upcoming improvements.
Major Airline Flight Operations Launch
projekt202 partnered on a relaunch of a critical flight operations system and
during beta saw up to 15% improvement in on-time performance — which
saved numerous hours over legacy systems. For an airline, hours equals
millions of dollars in savings across a number of groups.
— confidential —
…applications delivering up to
15% improvement in on-time
performance
upto15%
…upgrade across 6
applications
6… millions of dollars
in savings
Millions
Successful Launch in the Flight Operations Space
Hit the ROI first!
Scale of 

problem solved.
Project details.
The problems were complex. A growing US airline with over 40,000 employees and 3,000
daily flights. A fleet of 700 aircraft carrying 100 million domestic and international
passengers a year. Add a merger, an expanded network, and raised load factors. And, add
two separate technology platforms. It all added up to one large and very complicated
system.
The design and development of a new Web-based optimization tools gave airline staff a
powerful, central resource for tracking aircraft ground movements; managing gate
assignments, restrictions and closures; reacting to and recovering from unexpected
operational events; and more.
With projekt202’s approach of iterative validation and continual interaction with the airline
employees they got the dual benefit of making key improvements early and often, while keying
in the employees to the upcoming improvements.
Kevin Green
Digital Transformation Officer
• What’s the per minute cost of a delayed flight to the airline? 

$65.43 per airlines.org
• What is the average length of a flight delay? 

57 Minutes in 2014 per rita.dot.gov
• What percentage of flights are delayed daily? 

21% per rita.dot.gov
• What’s the full cost of the delay per flight? 

$3,729.51
• How many flights for this airline are there a day? 

3,900 per website
• What is the total daily cost of delays? 

$3,054,468.69
$500k a day!
projekt202 helped reduce returns of a remote control for a
technology accessories company by reducing the set-up time
by 90%, and store returns to 1% turning around a poorly-
performing product.
This was a departure from metrics that showed customers were
returning products at a rate of 30% because of a set up time that
took over three hours.
Through our observational understanding of customers needs in
the home we were able to enhance the experience to match those
needs — combined with an updated experience design, key metrics
were greatly improved. After the improvements the product won
numerous industry awards.
Rethinking the Experience
… reduced the set-up
time by 90%
90% …. reduced store
returns to 1%
1%
Radically Improving Sales
projekt202 helped this national event ticket retailer double
revenues by increasing conversion rate by 54% with a relaunch of
an improved purchase path.
With over $5 billion in sales, and over 100k events, every step of the
digital experience matters for this national event ticket retailer.
projekt202 worked to improve the retailer’s digital channel — their
web, mobile, and tablet interfaces resolving key barriers within the
buyer’s journey.
… conversion rate was
increased by 54%
54%… results doubling
revenues.
2x … over 100k events
100k
The active trading platform we designed for a large financial services
company in San Francisco delivered the highest net promoter score
(NPS) at launch of any product in the company portfolio to date.
The stakes were extremely high — active traders are a very profitable and
engaged segment for them. The research and design approach informing
the new user experience were so transformative the company created a
professionally directed video to tell the research, design and test story and
it became a key part of their go to market strategy and is on their site today
highlighting projekt202’s unique approach.
Experience Strategy & Redesign
Stock Trading Platform
…highest NPS at
launch…
projekt202 helped this international retailer get to 1.5 million loyalty
customers in just over six months. With half their of sales now coming from these
loyalty members — this was a game changer.
With over 70 locations in the US and shipping to customers in more than 96 countries,
retailer engaged projekt202 to help pilot and launch this new loyalty program across their
stores to better serve customers, and gather a deeper understanding of their shopping
behavior.
The first launch was a pilot program for customers to enroll in the loyalty program or
retrieve member information at the register. projekt202 was able to roll out this solution
across a subset of locations using an Apple iPad with a custom developed point-of-sale
solution.
After a successful pilot, this solution was then further developed and launched across all stores
at the point-of-sale. projekt202 was able to extend the program online with a companion
website with extended functionality.
… 1.5 million loyalty
customers
1.5m … half of sales coming from
these loyalty members
1/2 … in just six months
6mo
Major Retailer Loyalty Program Launch
Drastically improving self-service
A leading financial services firm managing over 1 Trillion dollars for
institutional clients and competing in a market of 7,000+ Registered
Investment Advisors (RIA’s) determined their digital self-service channel
was significantly underserving their RIA partners. RIA’s are making over 1
Million calls to the call center annually due to overly complex, confusing
and error prone online tools. The firm asked projekt202 for help and the early
results are encouraging.
The first digital self-serve enhancement pilot is returning far greater adoption/
participation rates than planned (60% using it versus the 35% planned), and
utilization of the online tool suite has spiked from a barely-used 1% before the
enhancements to over 50% by the pilot users. projekt202 helped the firm make
sense of the digital experience by determining how to clearly present over 200
online forms and to make the necessary actions associated with the key forms far
more straightforward and efficient, thereby lowering error rates.
… clearly present over
200 online forms
200… adoption,
exceeding the
expected 35%
60% … increase of online
tools
50%
“…the [projekt202]
strategy for the
design and product
is working!”
Design Systems
UX = ROI: It's not just a myth
100 devs
each save 2 hrs
per week
=
$388,800
annual savings*
100 devs
each save 30 min
per week
=
$97,200
annual savings*
100 devs
each save 5 hrs
per week
=
$972,000
annual savings*
100 devs
each save 1 hr
per week
=
$194,400
annual savings*
Time saved
when art direction
isn’t needed
Time saved
from rework
Time saved
when components
are compatible
Time saved
when assets
are accessible
$1,652,400 annual savings
or 21.25%time saved yearly
Heath Stallings
Director of User Experience at projekt202
“52% reductions in calls due to account recovery —
$560k support cost reduction in one year!”
Dawn Ressel
Experience Design Manager, Intuit
http://2016.enterpriseux.net/program/
ROI
The project saved / made us money
The project improved a metric
I did a project
When selling to the top, start at the top.
“Show me something cool…”
http://www.slideshare.net/fred.zimny/innovate-uk-design-in-innovationstrategy-2015-2019
“How does design add value”
https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
“How does projekt202 add value”
ROI
5 things
Dig
deeper
cost
neutral
from 

“I did this” 

to results!
investment
vs cost
if you can’t
measure it…
“Why should
I keep you
around?”
I print the
money.
thanks.
Jeremy Johnson
VP of Customer Experience

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UX = ROI: It's not just a myth

  • 1. UX = ROIIT’S NOT JUST A MYTH
  • 2. Jeremy Johnson VP of Customer Experience
  • 3. • DIGITAL TRANSFORMATION • MOBILE SOLUTIONS • FLIGHT OPERATION CENTERS • CALL CENTER IMPROVEMENTS • RIDE SHARING OPERATIONS • INTERNET OF THINGS • E-COMMERCE • MOBILE RESPONSIVE WEB • RETAIL POINT-OF-SALE • AUTOMOTIVE UI • ANALYTICS DASHBOARDS • CRM SOLUTIONS • ERP SYSTEMS PROJECTS: INDUSTRIES: • AUTOMOTIVE • BANKING • CONSUMER • EDUCATION • ELECTRONICS • ENGINEERING • ENERGY • OIL AND GAS • FASHION • FINANCIAL (FINTECH) • FOOD AND BEVERAGE • GOVERNMENT • HEALTHCARE • INSURANCE • MANUFACTURING • REAL ESTATE • RETAIL • TECHNOLOGY • TELECOMMUNICATIONS • TRANSPORTATION
  • 6. I’ll be sharing this here: slideshare.net/jeremy
  • 8. “Design has as much to do with art as a lobster has to do with a carrot cake. If you truly want a career as a designer, you are going to need to speak about someone’s business and organizational goals. You’re going to have to learn how to analyze data, you’re going to have to learn how measure effectiveness.” Mike Monteiro https://deardesignstudent.com/10-things-you-need-to-learn-in-design-school-if-you-re-tired-of-wasting-your-money-64aaa0bc3994#.lllumpsd2 —
  • 9. “The phrase, “I don’t do marketing,” is spoken by many designers. I’ve probably said it myself. And I get it. It’s challenging, and difficult to quantify. It can also feel cheap—like a form of trickery. That doesn’t make it any less necessary, though. In fact, I say the vast majority of designers would be just fine if they never learned a line of code, and instead started thinking like marketers.” http://www.erickarjaluoto.com/blog/designers-should-learn-marketing/ — Eric Karjaluoto.
  • 10. “Design may enhance performance but unless there are metrics to gauge that benefit, the difference it makes depends on conjecture and faith.” — Thomas Lockwood Thomas Walton https://www.amazon.com/gp/search?index=books&linkCode=qs&keywords=9781581156560
  • 12. selling = evangelizing = explaining = marketing
  • 13. 3%3%3% 10% 20% 61% Selling Directing Managing Doing Reading blogs Shopping for watches 
 “UX Designer”
  • 14. Beginning: Selling to Developers & Product Owners Middle: Selling to Directors & VPs End Top: Selling to SVPs & CEOs
  • 15. Your value = value of ux
  • 16. Developers & Product Owners Directors & VPs SVPs & CEOs • Are you a threat to my job? • Will this slow me down? • Will this sabotage what I’m trying to do here? • Why should we involve customers/users? • Why should we prototype and test? • What is the ROI?
  • 21. Designers are… for the millennials …
  • 22. Designers are… for the millennials …
  • 26. “89%of companies believes that customer experience will be their primary basis for competition by 2016, versus 36% four years ago.”
  • 27. “We at Kleiner Perkins believe that design is a critical factor in launching a successful technology venture today.” - Design Partner, John Maeda http://www.kpcb.com/design/design-and-vc #DesignInTech
  • 29. years to $1 Billion valuation
  • 30. 43 design organizations have been acquired since 2004. Roughly half of which have been acquired within the last year. top VC-funded startups have designer co- founders. 
 Up from 5 in 2015.9 25out of Design is 
 adding value. #DesignInTech
  • 32. “The average lifespan of a company listed in the S&P 500 index of leading US companies has decreased by more than 50 years in the last century, from 67 years in the 1920s to just 15 years today, according to Professor Richard Foster from Yale University.” http://www.bbc.com/news/business-16611040
  • 33. “BlackBerry is also well positioned for future growth. World Wide Worx MD Arthur Goldstuck recently revealed that 24 percent of consumers claim that their next handset will be a BlackBerry, well above the 3 percent for Apple’s iPhone.” 2011: http://mybroadband.co.za/news/cellular/19774-blackberry-vs-iphone-vs-android-in-south-africa.html
  • 35. 1:10:100“…from $1 invested in UX, you save $10 in fixing issues during development, and $100 if the product has been already released.” http://nearsoft.com/blog/how-to-make-100-for-every-dollar-you-invest-in-ux-3/
  • 39. Many well-known companies have public stories how they involve users and customers early and often. Many times following customers home to get to the “why” that’s needed for deep customer understanding.
  • 40. “Investing in user research is just about the only way to consistently generate a rich stream of data about customer needs and behaviors. As a designer, I can’t live without it. And as data about customers flows through your team, it informs product managers, engineers, and just about everyone else. It forms the foundation of intuitive designs, indispensable products, and successful companies. So what are you waiting for? Go listen to your customers!”
  • 43. “The biggest ROI a brand can have from investments in design, is a rapidly growing, loyal and motivated customer base.” http://www.designthinkingnetwork.com/forum/topics/evaluating-designs-roi Jan-Erik Baars-
  • 46. UX = ROI “I WANT TO KNOW HOW…”
  • 47. • Greater Cash Flow • Lower Costs • Faster Cash Flow • Intangible Capital (Innovation) https://issuu.com/anttipitkanen/docs/droi_measurabledesign_2012_issuu_en/1
  • 49. TYPICAL WORKPLACE IMPROVEMENTSTYPICAL CONSUMER IMPROVEMENTS - CONVERSION - ONBOARDING - USAGE - LOYALTY - ENGAGMENT - REDUCED CALL CENTER TRAFFIC - DOWNLOADS - EFFICIENCY - PRODUCTIVITY - EASE OF USE - TIME TO TASK - SUCCESS RATE - ACCESS TO INFORMATION - IMPROVED OPERATIONAL EFFICIENCY - INCREASED SALES - REDUCED TRAINING
  • 50. TYPICAL MARKETING BENEFITSTYPICAL DEVELOPMENT SAVINGS - HIGHER SCRUM TEAM VELOCITY - LESS DOCUMENTATION - REDUCED DEVELOPMENT COST - FOCUSED INNOVATION - REDUCED TIME TO MARKET - WELL DEFINED REQUIREMENTS - REDUCED RE-WORK - NPS - CUSTOMER INSIGHTS - MARKET PERCEPTION - MARKET SEGMENTATION - ANALYST RECEPTION - NEW PRODUCT CATEGORIES - DEEPER CUSTOMER UNDERSTANDING - UX SUPPORT IN AGILE TEAM - TARGETED CAMPAIGNS
  • 51. ROI The project saved / made us money The project improved a metric I did a project
  • 55. “Soon after implementing the change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
  • 57. “Soon after implementing the change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
  • 60. “Our StubHub platform, the largest ticket marketplace in the U.S., accelerated year-over year with GMV of $3.6 billion growing 13% and revenue of $725 million up 15%. During the year, we made a number of product and experience enhancements to the StubHub platform, which we believe contributed to StubHub’s strength.”
  • 61. $3.6 billion & $725 million
  • 62. “Soon after implementing the change, StubHub realized a 2.6% increase in conversion rate, which resulted in millions of dollars in extra revenue. Today, the “Go Button” is on every event page on StubHub’s website.” http://info.usertesting.com/rs/usertesting/images/UserTesting_StubHub_Case_Study.pdf
  • 63. • They’re online only! • 2.6% increase to sales = additional $93 million • 2.6% increase to revenue = additional $18 million
  • 64. “Through proper usability testing and user experience practices, we were able to identify key issues — and with some minor improvements increased sales by $93 million dollars over a single year.”
  • 66. ROI
  • 67. With the cost of the changes … the ROI was XX%. Team of 3 x $80k a year = $240k 5% of the year = $12,000 Cost $12,000 < $18,000,000
  • 68. 150,000% ROI(ROI = Net Profit / Total Investment * 100)
  • 69. “The results: The number of customers purchasing went up by 45%. The extra purchases resulted in an extra $15 million the first month. For the first year, the site saw an additional $300,000,000.” https://articles.uie.com/three_hund_million_button/?utm_source=visitorcentric
  • 70. “Through proper usability testing and user experience practices, we were able to identify key issues — and with some minor improvements increased sales by almost $100 million dollars over a single year with less than $20k in investment.” increased revenue by $18 million (too low!) Had a 150,000% ROI (too high!)
  • 75. 40 million computers a year… 5 million calls?
  • 76. “It depends on the length of the call, how much the call center pays each rep on average, how well that call center manages its staffing (a lot of overtime increases the average cost of the call). The call center I just worked at averaged about $4.50 per call, but I have worked at other call centers where it is over $10 per call, due to how long each call took (tech support).” https://www.quora.com/What-is-the-cost-of-an-average-call-center-call
  • 77. For every call cut, that’s $10 saved. 
 Self support anyone? 500k calls cut? Save $5 million.
  • 79. Shave 5mins off every call… Save $10 million dollars
  • 81. The cost to improve < the return you get
  • 82. Shave 5mins off every call… Save $10 million dollars
  • 83. Give me $1 million, 
 and I’ll save you $10 million.
  • 84. Shave time off every call. Reduce calls to the call center. ROI
  • 85. “Through understanding our customer’s needs via observational studies, we were able to prototype, design and launch an improved self support tool that reduced calls to the call center by 20% that saved over $10 million dollars the first year — at a ROI of 833%!” (ROI = $10,000,000 / $1,200,000 * 100)
  • 87. “Moving your business to effective digital technologies…”
  • 88. • “Going paperless” • Moving to cloud based tools • Connecting systems across businesses • Adding sensors to equipment Should = better experiences, more efficiency, less manual processes…
  • 90. We always start with user needs. We are agile. We work to a set of Design Principles that guide us in everything we do. We believe in working openly, because making things open makes them better. https://gds.blog.gov.uk/about/
  • 91. More than £600 million of this year’s £1.7 billion figure was through the work done by GDS itself.
  • 92. “…spend controls saved £391 million, encourage government teams to build better services for less, to disaggregate contracts, and build prototypes instead of writing long procurement documentation.” https://gds.blog.gov.uk/2015/10/23/how-digital-and-technology-transformation-saved-1-7bn-last-year/
  • 94. “Finance teams recognize that most products fail at an astonishing rate, and make projections accordingly. Making a financial case for digital prototyping must rest on the premise that any initiative that has an unpredictable outcome (i.e. there is a chance it can fail) is by definition an experiment.”
  • 95. “Developing a product without user research is essentially one expensive experiment which, according to aforementioned industry benchmarks, has a 90% chance of not paying off (at least without modifications post-launch).”
  • 99. • over 98% of driving tests are now booked online • 85% of self assessment filing is done through online channels • 12 million people have registered to vote using a new digital service £58 million cost < £600 million savings 1000%+ ROI
  • 100. “The UK government saved £600 million in one year at a ROI of more than 1000% by digitally transforming a number of services to better serve its citizens across the UK.”
  • 105. “In the short time it has been on the market, Daisy Squeeze ranks among the top 10 sour cream items in sales. In a recent customer survey, 60% of Daisy Squeeze users said they would recommend the product to a friend—20% more than the average.” https://www.continuuminnovation.com/en/what-we-do/case-studies/daisy-sour-cream-squeeze
  • 106. Did it cannibalize sales or increase sales? What was the increase to sales? Revenue? Did it increase the overall share of the market?
  • 107. “Daisy increased [insert metric here] by using observational studies in people’s homes during dinner times and rapid prototyping to innovate on a new product that met the needs of modern consumers.”
  • 109. Major Airline Flight Operations Launch projekt202 partnered on a relaunch of a critical flight operations system and during beta saw up to 15% improvement in on-time performance — which saved numerous hours over legacy systems. For an airline, hours equals millions of dollars in savings across a number of groups. — confidential — … millions of dollars in savings Millions Successful Launch in the Flight Operations Space Major Airline Flight Operations Launch — confidential — …applications delivering up to 15% improvement in on-time performance upto15% …upgrade across 6 applications 6 The problems were complex. A growing US airline with over 40,000 employees and 3,000 daily flights. A fleet of 700 aircraft carrying 100 million domestic and international passengers a year. Add a merger, an expanded network, and raised load factors. And, add two separate technology platforms. It all added up to one large and very complicated system. The design and development of a new Web-based optimization tools gave airline staff a powerful, central resource for tracking aircraft ground movements; managing gate assignments, restrictions and closures; reacting to and recovering from unexpected operational events; and more. With projekt202’s approach of iterative validation and continual interaction with the airline employees they got the dual benefit of making key improvements early and often, while keying in the employees to the upcoming improvements.
  • 110. Major Airline Flight Operations Launch projekt202 partnered on a relaunch of a critical flight operations system and during beta saw up to 15% improvement in on-time performance — which saved numerous hours over legacy systems. For an airline, hours equals millions of dollars in savings across a number of groups. — confidential — …applications delivering up to 15% improvement in on-time performance upto15% …upgrade across 6 applications 6… millions of dollars in savings Millions Successful Launch in the Flight Operations Space Hit the ROI first! Scale of 
 problem solved. Project details. The problems were complex. A growing US airline with over 40,000 employees and 3,000 daily flights. A fleet of 700 aircraft carrying 100 million domestic and international passengers a year. Add a merger, an expanded network, and raised load factors. And, add two separate technology platforms. It all added up to one large and very complicated system. The design and development of a new Web-based optimization tools gave airline staff a powerful, central resource for tracking aircraft ground movements; managing gate assignments, restrictions and closures; reacting to and recovering from unexpected operational events; and more. With projekt202’s approach of iterative validation and continual interaction with the airline employees they got the dual benefit of making key improvements early and often, while keying in the employees to the upcoming improvements.
  • 111. Kevin Green Digital Transformation Officer • What’s the per minute cost of a delayed flight to the airline? 
 $65.43 per airlines.org • What is the average length of a flight delay? 
 57 Minutes in 2014 per rita.dot.gov • What percentage of flights are delayed daily? 
 21% per rita.dot.gov • What’s the full cost of the delay per flight? 
 $3,729.51 • How many flights for this airline are there a day? 
 3,900 per website • What is the total daily cost of delays? 
 $3,054,468.69
  • 113. projekt202 helped reduce returns of a remote control for a technology accessories company by reducing the set-up time by 90%, and store returns to 1% turning around a poorly- performing product. This was a departure from metrics that showed customers were returning products at a rate of 30% because of a set up time that took over three hours. Through our observational understanding of customers needs in the home we were able to enhance the experience to match those needs — combined with an updated experience design, key metrics were greatly improved. After the improvements the product won numerous industry awards. Rethinking the Experience … reduced the set-up time by 90% 90% …. reduced store returns to 1% 1%
  • 114. Radically Improving Sales projekt202 helped this national event ticket retailer double revenues by increasing conversion rate by 54% with a relaunch of an improved purchase path. With over $5 billion in sales, and over 100k events, every step of the digital experience matters for this national event ticket retailer. projekt202 worked to improve the retailer’s digital channel — their web, mobile, and tablet interfaces resolving key barriers within the buyer’s journey. … conversion rate was increased by 54% 54%… results doubling revenues. 2x … over 100k events 100k
  • 115. The active trading platform we designed for a large financial services company in San Francisco delivered the highest net promoter score (NPS) at launch of any product in the company portfolio to date. The stakes were extremely high — active traders are a very profitable and engaged segment for them. The research and design approach informing the new user experience were so transformative the company created a professionally directed video to tell the research, design and test story and it became a key part of their go to market strategy and is on their site today highlighting projekt202’s unique approach. Experience Strategy & Redesign Stock Trading Platform …highest NPS at launch…
  • 116. projekt202 helped this international retailer get to 1.5 million loyalty customers in just over six months. With half their of sales now coming from these loyalty members — this was a game changer. With over 70 locations in the US and shipping to customers in more than 96 countries, retailer engaged projekt202 to help pilot and launch this new loyalty program across their stores to better serve customers, and gather a deeper understanding of their shopping behavior. The first launch was a pilot program for customers to enroll in the loyalty program or retrieve member information at the register. projekt202 was able to roll out this solution across a subset of locations using an Apple iPad with a custom developed point-of-sale solution. After a successful pilot, this solution was then further developed and launched across all stores at the point-of-sale. projekt202 was able to extend the program online with a companion website with extended functionality. … 1.5 million loyalty customers 1.5m … half of sales coming from these loyalty members 1/2 … in just six months 6mo Major Retailer Loyalty Program Launch
  • 117. Drastically improving self-service A leading financial services firm managing over 1 Trillion dollars for institutional clients and competing in a market of 7,000+ Registered Investment Advisors (RIA’s) determined their digital self-service channel was significantly underserving their RIA partners. RIA’s are making over 1 Million calls to the call center annually due to overly complex, confusing and error prone online tools. The firm asked projekt202 for help and the early results are encouraging. The first digital self-serve enhancement pilot is returning far greater adoption/ participation rates than planned (60% using it versus the 35% planned), and utilization of the online tool suite has spiked from a barely-used 1% before the enhancements to over 50% by the pilot users. projekt202 helped the firm make sense of the digital experience by determining how to clearly present over 200 online forms and to make the necessary actions associated with the key forms far more straightforward and efficient, thereby lowering error rates. … clearly present over 200 online forms 200… adoption, exceeding the expected 35% 60% … increase of online tools 50% “…the [projekt202] strategy for the design and product is working!”
  • 120. 100 devs each save 2 hrs per week = $388,800 annual savings* 100 devs each save 30 min per week = $97,200 annual savings* 100 devs each save 5 hrs per week = $972,000 annual savings* 100 devs each save 1 hr per week = $194,400 annual savings* Time saved when art direction isn’t needed Time saved from rework Time saved when components are compatible Time saved when assets are accessible $1,652,400 annual savings or 21.25%time saved yearly Heath Stallings Director of User Experience at projekt202
  • 121. “52% reductions in calls due to account recovery — $560k support cost reduction in one year!” Dawn Ressel Experience Design Manager, Intuit http://2016.enterpriseux.net/program/
  • 122. ROI The project saved / made us money The project improved a metric I did a project When selling to the top, start at the top.
  • 123. “Show me something cool…”
  • 125. “How does design add value”
  • 127. “How does projekt202 add value”
  • 128. ROI
  • 132. from 
 “I did this” 
 to results!
  • 135. “Why should I keep you around?”
  • 138. Jeremy Johnson VP of Customer Experience